Join us as we discuss the various tangents of data and the change management process that will help you make better risk-based business decisions to save time and money for your organization.

1. SUCCESSFUL CHANGE
MANAGEMENT WITH
ENTERPRISE RISK
MANAGEMENT
W/ WILLIAM HORD, VICE PRESIDENT OF ERM
SERVICES
AUGUST 11, 2022 AT 11:00 AM
PDT, 2:00 PM EDT, 7:00 PM BST
Rayvonne Carter
Webinar Coordinator
Community Banking Brief

2. 03
Quantivate has provided web-based governance, risk, and
compliance software and service solutions to organizations of all
sizes since 2005. Since then, the company has grown to feature a full
suite of GRC applications, including Business Continuity, Vendor
Management, Enterprise Risk Management, IT Risk Management,
Internal Audit, Compliance Management, Policy & Document
Management, Complaint Management, and Issue Management. Our
GRC solutions have helped thousands of customers transform how
they manage risk, improve compliance, and strengthen governance.
To learn more, visit quantivate.com

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4. PRESENTED BY:
william.hord@quantivate.com linkedin.com/in/williamhord
William Hord
V.P. of Enterprise Risk Management Services
William “Bill” Hord has over 30 years of experience in executive management within the financial services
industry focused in risk management, business continuity, financial software, and lending & collections.
Prior to joining Quantivate, he helped lead a Midwest financial institution as its VP of ERM, also acting as
BSA Officer, Compliance Officer, and Security Officer. While there, Mr. Hord was responsible for overseeing
enterprise risk, business continuity, vendor management, compliance, fraud prevention, lending & new
account quality assurance, BSA/AML, emergency response, physical security, bonding/insurance, and audit
management.
Mr. Hord is COSO and Compliance Certified. He consults with numerous financial institutions and
companies across the country, helping them to shape and build their risk management programs. He also
works with many associations and professional organizations to enhance and teach their ERM curriculum.

5. AGENDA
• Change Management Overview
• ERM Strategic (Top-Down Change)
• ERM Operational (Bottom-Up Change)
• Determining Impact Tangents (Enterprise Data Mapping)
• Q&A

6. CHANGE
If you want to make enemies,
try to change something.
— Woodrow Wilson, 28th President of the United States

7. Change Management Overview
The Process
1.

8. CHANGE MANAGEMENT OVERVIEW
Change Management Models have been developed based on research on how to best
manage change within an organization. Most Change Management Models provide a
supporting process that can apply to your organization.
Change Management Processes include a sequence of steps or activities that move
a change from inception to delivery.
Change Management Plans are developed to support a project to deliver a change.
Generally created during the planning stage of a Change Management Process.

9. CHANGE MANAGEMENT OVERVIEW
The Prosci ADKAR® Model created by Prosci founder Jeff Hiatt
Hiatt, Jeff. “ADKAR Change Management Model Overview.” Prosci, 2020, www.prosci.com/adkar/adkar-model.

10. CHANGE MANAGEMENT OVERVIEW
Dr. John Kotter’s 8-Step Process for Leading Change
Kotter, John. “The 8-Step Process for Leading Change: Dr. John Kotter.”
Kotter International, 2020, www.kotterinc.com/8-steps-process-for-leading-change/.

11. CHANGE MANAGEMENT OVERVIEW
The W. Edwards Deming – PDSA Cycle
Hussain, Nisar, and Maureen Whyman. “How to Use The Deming Cycle for Continuous Quality Improvement: Process
Street: Checklist, Workflow and SOP Software.” Process Street, 1 Dec. 2017, www.process.st/deming-cycle/.

12. CHANGE MANAGEMENT COMMONALITY
Identify What
Will Be Changed

13. ERM Strategic
Top-Down Change
2.

14. ERM STRATEGIC (TOP-DOWN CHANGE)
Mapping Your Strategy
STRATEGIC
OBJECTIVES
KEY
INDICATORS
STRATEGIC
INITIATIVES
KEY
INDICATORS
PRODUCTS /
SERVICES

15. ERM Operational
Bottom-Up Change
3.

16. ERM OPERATIONAL (BOTTOM-UP CHANGE)
Mapping Your Operations
PRODUCTS /
SERVICES
RISKS &
CONTROLS
BUSINESS UNITS
/
DEPARTMENTS
BUSINESS
PROCESSES

17. Determining Impact Tangents
Enterprise Data Mapping
4.

18. CHANGE
It's very difficult to innovate without
requiring people to do something
different. And whenever you require
people to do something different,
you're talking about change.
— John P. Kotter, Konosuke Matsushita Professor of
Leadership, Emeritus at the Harvard Business School
https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6495

19. DETERMINING IMPACT TANGENTS
Mapping of Data Is Critical to Change Management Success!
PRODUCTS /
SERVICES
ERM Strategic
(Top-Down Change)
STRATEGIC
OBJECTIVES
STRATEGIC
INITIATIVES
RISKS &
CONTROLS
BUSINESS
UNITS / DEPTS.
BUSINESS
PROCESSES
ERM Operational
(Bottom-Up Change)

20. Example:
Change to Strategic Objective:
1. Determine Impacted Strategic Initiative(s)
2. Determine Impacted Products/Services
3. Determine Impacted Departments
4. Determine Impacted Business Processes
5. Determine If Existing Controls are Adequate or Require Remediation (New and/or Existing)
DETERMINING IMPACT TANGENTS
PRODUCTS /
SERVICES
STRATEGIC
OBJECTIVES
STRATEGIC
INITIATIVES
RISKS &
CONTROLS
BUSINESS UNITS
/ DEPTS.
BUSINESS
PROCESSES
CHANGE
1.
2.
3.
4.
5.

21. Example:
Change to Business Process:
1. Determine (Other) Impacted Departments
2. Determine (Other) Impacted Business Processes
3. Determine If Existing Controls are Adequate or Require Remediation (New and/or Existing)
4. Determine Impacted Products/Services
5. Determine Impacted Strategic Initiative(s)
6. Determine Impacted Strategic Objective(s)
DETERMINING IMPACT TANGENTS
PRODUCTS /
SERVICES
STRATEGIC
OBJECTIVES
STRATEGIC
INITIATIVES
RISKS &
CONTROLS
BUSINESS UNITS
/ DEPTS.
BUSINESS
PROCESSES CHANGE
2.
1.
3.
4.
5.
6.

22. Example:
Change to Product/Service:
1. Determine Impacted Strategic Initiative(s)
2. Determine Impacted Strategic Objective(s)
3. Determine Impacted Departments
4. Determine Impacted Business Processes
5. Determine If Existing Controls are Adequate or Require Remediation (New and/or Existing)
DETERMINING IMPACT TANGENTS
PRODUCTS /
SERVICES
STRATEGIC
OBJECTIVES
STRATEGIC
INITIATIVES
RISKS &
CONTROLS
BUSINESS UNITS
/ DEPTS.
BUSINESS
PROCESSES
CHANGE
1.
2.
3.
4.
5.

23. CHANGE MANAGEMENT PROCESS with ERM DATA
Identify what will be changed (initially)
1.
Analyze
upstream and/or downstream
impact (ERM data mapping)
2.
Approve / Deny
3.
Create appropriate plan(s) to change
and implement
4.
Monitor & Report
5.

24. William Hord
Vice President of ERM
Services
/in/rayvonnecarter/
Webinar Coordinator
Community Banking Brief
Rayvonne Carter
communitybankingbrief
.com
Q&A
/in/williamhord/
Quantivate.com

25. THANK YOU!
Optimize decisions around risk and
compliance to grow with confidence.
quantivate.com | 800.969.4107

26. SESSION RECAP
Your organization is continuously experiencing change. Regardless of the change, whether it is related to
operational processes, new technology, new products, compliance requirements or strategic initiatives,
change is constant and necessary for growth and profitability. A well-defined change management process is
critical to minimizing the impact that change has on your organization.
Leveraging the data that your ERM program already contains is an effective way to help create and manage
the overall change management process within your organization. Your ERM program generally assesses and
maintains detailed information related to strategy, operations and the remediation plans needed to mitigate
impact on the organization. It is the tangents of this data that are vital to a successful change management
process.
When an organization utilizes this information aggregately and combines it into a well-defined change
management process, your ability to proactively manage change increases your overall effectiveness. The
end result is the ability to streamline your allocation of capital and resources.
Join us as we discuss the various tangents of data and the change management process that will help you
make better risk-based business decisions to save time and money for your organization.

27. COPYRIGHT NOTICE
Copyright © 2022 by Quantivate. All rights reserved.
No part of this presentation may be reproduced, distributed, or transmitted in any form or by any
means, including photocopying, recording, or other electronic or mechanical methods, without the
prior written permission of Quantivate, except in the case of public quotations embodied within or
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For permission requests, write to Quantivate, addressed “Attention: Permissions Coordinator,” at the
address below:
Quantivate
PO Box 1504
Woodinville, WA 98072
Telephone: 800-969-4107
Fax: 425-947-2747
Web: www.quantivate.com